1.
ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
© 2007 Prentice Hall, Inc.
All rights reserved.
Introduction to
Management and
Organizations
Chapter
1

2.
© 2007 Prentice Hall, Inc. All rights reserved. 1–2
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Managers?
• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in organizations.
What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important to
management.

3.
© 2007 Prentice Hall, Inc. All rights reserved. 1–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and how
the importance of these skills changes depending on
managerial level.
• Discuss the changes that are impacting managers’ jobs.
• Explain why customer service and innovation are
important to the manager’s job.

4.
© 2007 Prentice Hall, Inc. All rights reserved. 1–4
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
What Is An Organization?
• Describe the characteristics of an organization.
• Explain how the concept of an organization is changing.
Why Study Management?
• Explain the universality of management concept.
• Discuss why an understanding of management is
important.
• Describe the rewards and challenges of being a manager.

5.
© 2007 Prentice Hall, Inc. All rights reserved. 1–5
Who Are Managers?
• Manager
Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.

6.
© 2007 Prentice Hall, Inc. All rights reserved. 1–6
Classifying Managers
• First-line Managers
Individuals who manage the work of non-managerial
employees.
• Middle Managers
Individuals who manage the work of first-line
managers.
• Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.

7.
© 2007 Prentice Hall, Inc. All rights reserved. 1–7
Exhibit 1–1 Managerial Levels

8.
© 2007 Prentice Hall, Inc. All rights reserved. 1–8
What Is Management?
• Managerial Concerns
Efficiency
 “Doing things right”
– Getting the most output
for the least inputs
Effectiveness
 “Doing the right things”
– Attaining organizational
goals

9.
© 2007 Prentice Hall, Inc. All rights reserved. 1–9
Exhibit 1–2 Effectiveness and Efficiency in Management

10.
© 2007 Prentice Hall, Inc. All rights reserved. 1–10
What Do Managers Do?
• Functional Approach
Planning
 Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
Organizing
 Arranging and structuring work to accomplish organizational
goals.
Leading
 Working with and through people to accomplish goals.
Controlling
 Monitoring, comparing, and correcting work.

11.
© 2007 Prentice Hall, Inc. All rights reserved. 1–11
Exhibit 1–3 Management Functions

12.
© 2007 Prentice Hall, Inc. All rights reserved. 1–12
What Do Managers Do? (cont’d)
• Management Roles
Approach (Mintzberg)
Interpersonal roles
 Figurehead, leader, liaison
Informational roles
 Monitor, disseminator,
spokesperson
Decisional roles
 Disturbance handler, resource
allocator, negotiator

13.
© 2007 Prentice Hall, Inc. All rights reserved. 1–13
What Managers Actually Do (Mintzberg)
• Interaction
with others
with the organization
with the external context
of the organization
• Reflection
thoughtful thinking
• Action
practical doing

14.
© 2007 Prentice Hall, Inc. All rights reserved. 1–14
What Do Managers Do? (cont’d)
• Skills Approach
Technical skills
 Knowledge and proficiency in a specific field
Human skills
 The ability to work well with other people
Conceptual skills
 The ability to think and conceptualize about abstract and
complex situations concerning the organization

15.
© 2007 Prentice Hall, Inc. All rights reserved. 1–15
Exhibit 1–5 Skills Needed at Different Management Levels

16.
© 2007 Prentice Hall, Inc. All rights reserved. 1–16
Exhibit 1–6 Conceptual Skills
• Using information to solve business problems
• Identifying of opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting critical information from masses of
data
• Understanding of business uses of technology
• Understanding of organization’s business model
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

17.
© 2007 Prentice Hall, Inc. All rights reserved. 1–17
Exhibit 1–6 Communication Skills
• Ability to transform ideas into words and actions
• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

18.
© 2007 Prentice Hall, Inc. All rights reserved. 1–18
Exhibit 1–6 Effectiveness Skills
• Contributing to corporate mission/departmental
objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing
improvements
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

19.
© 2007 Prentice Hall, Inc. All rights reserved. 1–19
Exhibit 1–6 Effectiveness Skills (cont’d)
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
• Setting and maintaining performance standards
internally and externally
• Setting priorities for attention and activity
• Time management

20.
© 2007 Prentice Hall, Inc. All rights reserved. 1–20
Exhibit 1–6 Interpersonal Skills (cont’d)
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
• Coaching and mentoring skills
• Diversity skills: working with diverse people and
cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment

21.
© 2007 Prentice Hall, Inc. All rights reserved. 1–21
Exhibit 1–7 Management Skills and Management Function Matrix

22.
© 2007 Prentice Hall, Inc. All rights reserved. 1–22
How The Manager’s Job Is Changing
• The Increasing Importance of Customers
Customers: the reason that organizations exist
 Managing customer relationships is the responsibility of all
managers and employees.
 Consistent high quality customer service is essential for
survival.
• Innovation
Doing things differently, exploring new territory, and
taking risks
 Managers should encourage employees to be aware of and
act on opportunities for innovation.

23.
© 2007 Prentice Hall, Inc. All rights reserved. 1–23
Exhibit 1–8
Changes Impacting
the Manager’s Job

24.
© 2007 Prentice Hall, Inc. All rights reserved. 1–24
What Is An Organization?
• An Organization Defined
A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).
• Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure

25.
© 2007 Prentice Hall, Inc. All rights reserved. 1–25
Exhibit 1–9 Characteristics of Organizations

26.
© 2007 Prentice Hall, Inc. All rights reserved. 1–26
Exhibit 1–10 The Changing Organization

27.
© 2007 Prentice Hall, Inc. All rights reserved. 1–27
Why Study Management?
• The Value of Studying Management
The universality of management
 Good management is needed in all organizations.
The reality of work
 Employees either manage or are managed.
Rewards and challenges of being a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary rewards
for their efforts.

28.
© 2007 Prentice Hall, Inc. All rights reserved. 1–28
Exhibit 1–11 Universal Need for Management

29.
© 2007 Prentice Hall, Inc. All rights reserved. 1–29
Exhibit 1–12 Rewards and Challenges of Being A Manager

30.
© 2007 Prentice Hall, Inc. All rights reserved. 1–30
Terms to Know
• manager
• first-line managers
• middle managers
• top managers
• management
• efficiency
• effectiveness
• planning
• organizing
• leading
• controlling
• management roles
• interpersonal roles
• informational roles
• decisional roles
• technical skills
• human skills
• conceptual skills
• organization
• universality of
management